The document outlines 8 factors that should be considered when breaking down a project into individual activities for scheduling purposes: 1) The nature of work, 2) Location, 3) Size and duration, 4) Timing and chronology, 5) Responsibility and trade, 6) Phase, 7) Contractual restrictions, and 8) Level of confidence in duration estimates. Breaking work down properly allows for better monitoring and control of progress and helps identify responsibilities when delays or variances occur.
The document outlines 8 factors that should be considered when breaking down a project into individual activities for scheduling purposes: 1) The nature of work, 2) Location, 3) Size and duration, 4) Timing and chronology, 5) Responsibility and trade, 6) Phase, 7) Contractual restrictions, and 8) Level of confidence in duration estimates. Breaking work down properly allows for better monitoring and control of progress and helps identify responsibilities when delays or variances occur.
The document outlines 8 factors that should be considered when breaking down a project into individual activities for scheduling purposes: 1) The nature of work, 2) Location, 3) Size and duration, 4) Timing and chronology, 5) Responsibility and trade, 6) Phase, 7) Contractual restrictions, and 8) Level of confidence in duration estimates. Breaking work down properly allows for better monitoring and control of progress and helps identify responsibilities when delays or variances occur.
Factors that should be considered in breaking down the project into individual activities
for better control are the following:
1. Nature of the work/homogeneity: If the work involves two different materials and/or is measured by different units, it must be divided into two different activities. For example, wall construction involves framing, electrical wiring, drywall, and painting as basic different activities. 2. Location/floor/segment: Activities occurring in different locations must be separated. 3. Size/duration: For large activities or those with large quantity, it is better to divide the activities into smaller portions. For example, excavation activities can be divided into smaller activities by grid or depth. For linear excavation, this can be divided by stations or 100-foot segments. This helps in measuring the work’s progress during execution. As mentioned earlier, this can be a contractual requirement. 4. Timing/chronology: Sometimes a portion of the work may be delayed purposely by the contractor. For example, a portion of the slab on grade (SOG) for a building may be delayed until the end of the project because the area is being used as storage. Such a portion must be considered as an activity by itself. 5. Responsibility/trade: Schedulers must break down portions of work that are done by different parties (e.g., subcontractors, crews). In case of a schedule delay or variance, it is important to indicate who is responsible for the variance. 6. Phase: This can be a division made by the designer based on certain criteria, such as timing, location, or other aspects. 7. Contractual restrictions: In many contracts, especially government contracts, there is an upper limit to the duration of an activity, which in turn limits the size of that activity. Such a limit usually ranges from 14 to 30 days. 8. Level of confidence in the duration: The scheduler should use the “divide and rule” principle: whenever the scheduler’s confidence in the duration of a certain activity is not high enough, the activity must be broken down into smaller activities so that the confidence level increases